“绩效管理”一直以来都是一个倍受关注的话题，它不仅关系个人的利益，更牵 涉到整个组织的命运。绩效考核，作为检验绩效运行结果的一种管理手段，从 19 世 纪初开始在工业组织中得到推广和发展，历久弥新。如今绩效管理已经成为我国各级 各类组织例行管理的重要组成部分。然而，随着绩效管理在组织管理过程中的广泛应 用，其局限和不足也日益凸显。因此如何建立一套科学的绩效管理体系，使之能更有 效地提高企业运作效益和员工工作效率，并被作为实施企业战略的管理途径，是当前 各类企业在管理工作中急待解决的问题。 本文主要以笔者 2006 年亲身参与的一个咨询项目为基础，以该企业现行的绩效 考核体系为视角，揭示了该集团绩效管理的现状及存在的主要问题，在此基础上提出 了 WJ 集团新的绩效管理的改进方案及对策，并着重介绍了该集团新的绩效管理体系 的设计思路和步骤、指标体系的构成、考核的组织管理及完整的操作方案，最后阐述 了方案实施的后续要求及预期收益，希望对各单位开展员工绩效管理工作提供一定的 借鉴意义。 当然，任何事物都不是完美的，再先进的绩效管理也有自身的局限性，因此笔者 在最后对本次研究中的不足及后续研究的方向作了简要的论述，以期在实践中不断调 整和完善绩效管理的全过程，最终帮助员工成长，帮助部门提高绩效，帮助企业增值， 使之成为真正有效的管理体系。 关键词，绩效管理 绩效考核 考核指标 考核维度 激励 作 者， 徐 珣 指导教授，刘进才 The Study of WJ Group Co., Ltd Performance Management Reform Programme Abstract Performance management has always been a topic we concern in management. It is not only related to personal profit, but also would effect the fate of the organization. Performance evaluation as a management tool to test the results of the achievement is developed from the early 19th century and began to be organized in the industrial more and more popular. Now performance appraisal system have become an important part of routine management at all levels in China, otherwise with the application of the system, its limitations and shortcomings is becoming increasingly more and more. So how to establish a systemic scientific performance management system to improve enterprise efficiency and employee productivity and implemented by the management of corporate strategy means, which is the urgent problems need to solve in the management of various kinds of enterprises currently. In this paper the author base on a consulting project in which had participated personally in 2006. After review the existing performance appraisal system of the enterprise, the author reveals the status and the main problems of the performance management，and then introduced the new system design principles and process, the indicators system, assessment management and operation programme. At last the author states the follow-up implementation requirements and the expected benefits of the programme. It is earnestly hoped that will provide a useful suggestion to the units which carry out the performance management in the future. Of course, not everything is perfect, advanced performance management also have its own limitations. Finally, the author discussed the deficiencies in the study and follow-up research directions briefly. We expect to improve the whole process of performance management constantly, so it will help employees grow, improve departments performance, and add company’s value, then making itself a truly effective management system. Keywords: performance management, performance evaluation, indicators of achievement, assessment latitude, incentive Written by Doris Xu Supervised by Jincai Liu 目 录 第一章 绪 论...............................................................................................1 1.1 选题的背景............................................................................................ 1 1.2 研究的基本思路.................................................................................... 1 1.3 研究的基本方法.................................................................................... 1 第二章 关于绩效管理相关理论的综述.......................................................3 2.1 绩效管理理论的发展............................................................................ 3 2.1.1 绩效管理的文献综述........................................................................ 3 2.1.2 绩效管理和激励理论....................................................................... 5 2.1.3 绩效考核和绩效管理..................................................................... 10 2.1.4 战略管理与绩效管理..................................................................... 12 2.2 绩效管理的现代方法.......................................................................... 13 2.2.1 关键业绩指针法............................................................................. 13 2.2.2 平衡记分卡 ..................................................................................... 13 2.2.3 目标管理法 ..................................................................................... 14 2.2.4 360 度反馈 .................................................................................... 14 第三章 苏州 WJ 集团基本情况介绍 ........................................................15 3.1 苏州 WJ 集团的发展历程 .................................................................. 15 3.2 苏州 WJ 集团组织机构介绍 .............................................................. 15 3.3 苏州 WJ 集团人力资源现状 .............................................................. 16 3.4 苏州 WJ 集团行业背景简介 .............................................................. 17 第四章 WJ 集团绩效管理的现状及存在的主要问题 ................................19 4.1 WJ 集团绩效管理的现状 ................................................................... 19 4.2 集团绩效管理中的主要问题.............................................................. 20 4.2.1 人员整体素质不高.......................................................................... 20 4.2.2 岗位设置、工作分析不合理.......................................................... 20 4.3.3 指标体系设置不科学..................................................................... 21 4.3.4 考核中人情分严重......................................................................... 21 4.3.5 绩效管理与公司战略脱钩............................................................. 22 4.3.6 考核关系未理顺............................................................................. 22 4.3.7 绩效考核结果应用不落实............................................................. 23 第五章 WJ 集团绩效管理的改进方案及对策 ...........................................24 5.1 解决问题的思路、步骤和措施.......................................................... 24 5.1.1 方案设计的思路............................................................................. 24 5.1.2 方案设计的步骤............................................................................. 24 5.1.3 解决问题的措施............................................................................. 25 5.2 绩效考核指标体系的构成.................................................................. 27 5.2.1 指标构成......................................................................................... 27 5.2.2 指标内容和权重............................................................................. 28 5.3 考核的组织与管理 ............................................................................ 28 5.3.1 考核关系......................................................................................... 28 5.3.2 考核方法......................................................................................... 30 5.3.3 考核程序......................................................................................... 32 5.4 考核的审定.......................................................................................... 33 5.5 部门考核.............................................................................................. 34 5.6 考核的申诉及其处理.......................................................................... 35 5.7 绩效面谈及改进.................................................................................. 35 第六章 方案实施的后续要求和预期